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Author: shingo.development@usu.edu

By: Ken Snyder

A little over a year ago, at the invitation of Professor Eric Olsen of Cal Poly, the Shingo Institute became re-engaged in the Lean Education Academic Network, or LEAN. This is a group of teachers, researchers and other academics from around the world who are involved in Lean curriculum design and research. LEAN was originally formed in the 1990s and was fairly active until a few years ago. The Shingo Institute was heavily involved in this group for a while, but then pulled out. As mentioned, a little over a year ago, Eric got a group of us got together for the purpose of re-invigorating LEAN.

By: Ken Snyder

I am pleased to announce that the Ball Beverage Packaging Europe, Naro Fominsk Ends facility will receive the Shingo Prize at our annual conference in April. This is the first organization located in Russia to receive a Shingo Prize, or any Shingo-related recognition. The Naro Fominsk Ends facility is located about 70 km southwest of Moscow and manufactures beverage cans for use in the Russian marketplace. This facility, originally part of Rexam PLC until Ball’s acquisition in 2016, is now part of the Ball Beverage Packaging Europe region and one of four end manufacturing plants in Europe.

By: Ken Snyder

In recent blogs I have shared information about the research track we now have at our European and Annual conferences. Our first research track was in Copenhagen a few months ago. It is our intent to shed light on the improvement process so that we can improve the improvement process.

By: Ken Snyder

In the Lean world, we have a tendency to hearken back to the senseis of yesterday – Dr. W. Edwards Deming, Dr. Joseph M. Juran, Kaoru Ishikawa, Taiichi Ohno, and, of course in our case, Dr. Shigeo Shingo. The list could be much longer.

By: Ken Snyder

In 1980, I graduated from my MBA program and accepted a position with a small, high-tech, Japanese-owned, electronics company. I spent the next few years learning how to make really complicated products. In December of 1980, I purchased several books to facilitate the learning process. One of these books was the quality reference book, Juran’s Quality Handbook. I was told by my Japanese colleagues that this was THE book on quality that we all need to understand. It was my source for learning SQC, TQC, and other quality control tools and systems.

By: Ken Snyder

A few months ago, I had the chance to visit two companies that the Shingo Institute uses as “benchmark” companies. Both of these companies started their Lean journey about 20 years ago. Both companies received the Shingo Prize about 10 years ago. And both companies have continued their journey seeking perfection since receiving the Shingo Prize. We hope all Shingo Prize recipients follow their example in continuing their own journeys. Continue reading An Inflection Point

By: Luc Baetens at Möbius

A supply chain director recently expressed to me his frustration that his new integrated business planning was ineffective. “We have spent so much time and money defining the new process, the reports we were going to use, and the monthly meetings we would hold. Even after all that, the only people who use the new system seriously are the supply chain team. Everyone else keeps doing things the old way.”

By: Chris Butterworth of S A Partners

Too often the principle of flow and pull is seen as applicable only in a manufacturing environment. In fact, the principle can be applied in many different ways. On a recent trip to Kenya I had the pleasure of experiencing the “Matatu” bus service in Nairobi. It really got me thinking about the principle of flow and pull.